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Delivering Value with Agility
©2012, Fujitsu
Notices
2Macroscope: delivering value with agility
Intellectual Property and Copyright Ownership
Other than for the purposes of evaluating Fujitsu’s offering, no part of this work may be reproduced or transmitted in
any form or by any means, electronic or mechanical, including photocopying and recording, or by any information
storage or retrieval system, except as may be permitted in writing by Fujitsu.
Macroscope, ProcessUnifier, Results Chain are trademarks or registered trademark of Fujitsu Consulting
(Canada) Inc.
All other brand names of products mentioned are registered trademarks or trademarks of their respective companies.
© 1996-2012, Fujitsu Consulting (Canada) Inc. All rights reserved.
Notice
This document may contain statements for the purpose of sharing discussions regarding Macroscope implementation,
deployment or evolution. The content may be incomplete, inaccurate and is subject to change. It may not in any way
be considered a commitment or warrantee from Fujitsu.
©2012, Fujitsu
What if…
3Macroscope: delivering value with agility
You were part of a team that was:
• small
• co-located
• self-organizing
• multi-disciplinary
• used to work together
You had “real-live” users:
• on the team
• available full-time
• co-located
• empowered to make decisions
• making just-in-time decisions
You worked on very small items:
• that are designed as simple as possible
• where any extra complexity is removed
• continually tested to run flawlessly
• rapidly and frequently delivered to users
All solution
components:
• were collectively
owned by the team
• could be changed by
anyone, anywhere,
when required
• were self-
documented
• were continuously
kept clean and lean
Project management was:
• embracing evolving requirements
• frequent, open and short communication
• team facilitation over team management
• collective learning and improvement
• ensuring no overtime and project crunch
That’s essentially what agility is all about!
©2012, Fujitsu
Let’s look at the overall Solution Lifecycle
4Macroscope: delivering value with agility
Decision process for
the initial and each
further major iteration
Delivery process
for a major
iteration. Can be
a pre-defined
delivery path or
a combination
Process to
improve or retire
the solution
Continuous
process for the
operation of
the solution
Triggers for a major
or a maintenance
iteration
©2012, Fujitsu
Agile delivery within the Solution Lifecycle
5Macroscope: delivering value with agility
©2012, Fujitsu
Agile delivery process
6Macroscope: delivering value with agility
Achieve common
understanding of
purpose and scope of
the business solution
•Identify known key
business and technical
requirements
•Plan the overall delivery
Design, build, test and progressively
integrate functional components
•Plan the release
•Deliver iteration zero
•Deliver functional iterations
•Do acceptance tests
•Facilitate project and track progress
Deliver working components that
provides business functionality to the
client and ready to deployed into
production
•Install the release
•Perform change and communication
activities
•Accept and put into production
An iteration delivers
working functionality,
demonstrable to the client
in a fixed time period
A release is a coherent sub-set
of the total solution that, for
reasons of manageability or
business priority, needs to/can
be, delivered separately or in
different time frames.
©2012, Fujitsu
Agile delivery process – How?
7Macroscope: delivering value with agility
Evolutionary prototyping
Pair Programming
Test Driven Development
Refactoring
Joint Development Workshops
Sprint
Continuous Integration
Timeboxing
Poker Planning
Client Focus Group
Reflexion Meeting
Scrum Meeting
Spike
Backlog
©2012, Fujitsu
Some common SCRUM terminology
8Macroscope: delivering value with agility
Product
Backlog
Sprint
Backlog
Daily
Scrum
24 hours
2 to 4 weeks
Partial product
potentially
implementable
Product Owner - responsible for the
business value of the project
Scrum Master - ensures that the
team is functional and productive
Team - self-organizes to get the work
done
Roles
Sprint planning - the team meets with the product owner to choose a set of work to deliver during a sprint
Daily scrum - the team meets each day to share struggles and progress
Sprint reviews - the team demonstrates to the product owner what it has completed during the sprint
Sprint retrospectives - the team looks for ways to improve the product and the process.
Ceremonies
Product backlog - prioritized list of desired project outcomes/features
Sprint backlog - set of work from the product backlog that the team agrees to
complete in a sprint, broken into tasks
Burndown chart - at-a-glance look at the work remaining
Artifacts
©2012, Fujitsu
Remember the “Four Are’s” ?
9Macroscope: delivering value with agility
©2012, Fujitsu
That’s the essence of Agile
10Macroscope: delivering value with agility
Doing
the Right
Things
Getting
Things
Done
Doing
Things
Right
Solution components
are necessary and
sufficient, functional,
integrated, cohesive,
maintainable…
Stakeholder needs
are expressed,
understood,
prioritized and met
Leading the right
resources and enabling
the environment to deliver
the solution efficiently
(shorter time, lower cost,
higher quality)
Delivering
Business
Value
Coach
(Resources)
Product Owner
(Needs)
Team
(Solution)
©2012, Fujitsu
And a fundamental of Macroscope
11Macroscope: delivering value with agility
Project Manager
(Resources)
Solution Owner
(Needs)
Solution Architect
(Solution)
Doing
the Right
Things
Getting
Things
Done
Doing
Things
Right
Delivering
Business
Value
©2012, Fujitsu
Organizational impacts of agile culture
12
Prepare for fast development pace
• Quick answers to business questions is essential
• Quick turn around of deliverables is essential
• Workshop profile will evolve from fewer
workshops with large groups to many more
workshops of smaller focus groups
Patience is a virtue…
• Agility means quick turnaround, but also means errors and
omissions in the earlier part of the lifecycle
• For teams new to Agile this can be a stressful time
• Business and IT must be supportive of each other
• Experienced Agile teams are accustomed to this period of
unpredictability
• Quality will quickly increase as detail is uncovered
• Risk profile should show a rapid decline
• The experience is ultimately very rewarding for many teams
Macroscope: delivering value with agility
©2012, Fujitsu
Organizational impacts of agile culture
13
Foster “Egoless” teams
• Many hands will touch many deliverables
• Developers will share coding duties, pick
up each other’s work during development
• Rotate modules through team members
to minimize “not-invented-here” attitude
• Respect roles (and the decisions they
make)
• Architects architect!
• PMs PM!
• SMEs advise!
• Testers test!
• Co-locate business and IT teams to build
respect
• Leadership constantly monitors team
balance
Macroscope: delivering value with agility
Perfectionists will get in the
way
• Detail is important, but will be
discovered and implemented over
time
• Over-design will be removed
• As a rule agile projects take a shorter-
term view of the design of an
application
• The process of re-factoring the design
over iterations and releases results in
an extensible and maintainable
application
• The solution architect makes the final
call
• Don’t use an Agile approach to build
a space shuttle!
©2012, Fujitsu
Discover the agile soul of Macroscope
14Macroscope: delivering value with agility
Join the Macroscope Community at
http://macroscope.ca.fujitsu.com
Macroscope: delivering value with agility 15

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Macroscope 5.0 - Agile Overview

  • 2. ©2012, Fujitsu Notices 2Macroscope: delivering value with agility Intellectual Property and Copyright Ownership Other than for the purposes of evaluating Fujitsu’s offering, no part of this work may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying and recording, or by any information storage or retrieval system, except as may be permitted in writing by Fujitsu. Macroscope, ProcessUnifier, Results Chain are trademarks or registered trademark of Fujitsu Consulting (Canada) Inc. All other brand names of products mentioned are registered trademarks or trademarks of their respective companies. © 1996-2012, Fujitsu Consulting (Canada) Inc. All rights reserved. Notice This document may contain statements for the purpose of sharing discussions regarding Macroscope implementation, deployment or evolution. The content may be incomplete, inaccurate and is subject to change. It may not in any way be considered a commitment or warrantee from Fujitsu.
  • 3. ©2012, Fujitsu What if… 3Macroscope: delivering value with agility You were part of a team that was: • small • co-located • self-organizing • multi-disciplinary • used to work together You had “real-live” users: • on the team • available full-time • co-located • empowered to make decisions • making just-in-time decisions You worked on very small items: • that are designed as simple as possible • where any extra complexity is removed • continually tested to run flawlessly • rapidly and frequently delivered to users All solution components: • were collectively owned by the team • could be changed by anyone, anywhere, when required • were self- documented • were continuously kept clean and lean Project management was: • embracing evolving requirements • frequent, open and short communication • team facilitation over team management • collective learning and improvement • ensuring no overtime and project crunch That’s essentially what agility is all about!
  • 4. ©2012, Fujitsu Let’s look at the overall Solution Lifecycle 4Macroscope: delivering value with agility Decision process for the initial and each further major iteration Delivery process for a major iteration. Can be a pre-defined delivery path or a combination Process to improve or retire the solution Continuous process for the operation of the solution Triggers for a major or a maintenance iteration
  • 5. ©2012, Fujitsu Agile delivery within the Solution Lifecycle 5Macroscope: delivering value with agility
  • 6. ©2012, Fujitsu Agile delivery process 6Macroscope: delivering value with agility Achieve common understanding of purpose and scope of the business solution •Identify known key business and technical requirements •Plan the overall delivery Design, build, test and progressively integrate functional components •Plan the release •Deliver iteration zero •Deliver functional iterations •Do acceptance tests •Facilitate project and track progress Deliver working components that provides business functionality to the client and ready to deployed into production •Install the release •Perform change and communication activities •Accept and put into production An iteration delivers working functionality, demonstrable to the client in a fixed time period A release is a coherent sub-set of the total solution that, for reasons of manageability or business priority, needs to/can be, delivered separately or in different time frames.
  • 7. ©2012, Fujitsu Agile delivery process – How? 7Macroscope: delivering value with agility Evolutionary prototyping Pair Programming Test Driven Development Refactoring Joint Development Workshops Sprint Continuous Integration Timeboxing Poker Planning Client Focus Group Reflexion Meeting Scrum Meeting Spike Backlog
  • 8. ©2012, Fujitsu Some common SCRUM terminology 8Macroscope: delivering value with agility Product Backlog Sprint Backlog Daily Scrum 24 hours 2 to 4 weeks Partial product potentially implementable Product Owner - responsible for the business value of the project Scrum Master - ensures that the team is functional and productive Team - self-organizes to get the work done Roles Sprint planning - the team meets with the product owner to choose a set of work to deliver during a sprint Daily scrum - the team meets each day to share struggles and progress Sprint reviews - the team demonstrates to the product owner what it has completed during the sprint Sprint retrospectives - the team looks for ways to improve the product and the process. Ceremonies Product backlog - prioritized list of desired project outcomes/features Sprint backlog - set of work from the product backlog that the team agrees to complete in a sprint, broken into tasks Burndown chart - at-a-glance look at the work remaining Artifacts
  • 9. ©2012, Fujitsu Remember the “Four Are’s” ? 9Macroscope: delivering value with agility
  • 10. ©2012, Fujitsu That’s the essence of Agile 10Macroscope: delivering value with agility Doing the Right Things Getting Things Done Doing Things Right Solution components are necessary and sufficient, functional, integrated, cohesive, maintainable… Stakeholder needs are expressed, understood, prioritized and met Leading the right resources and enabling the environment to deliver the solution efficiently (shorter time, lower cost, higher quality) Delivering Business Value Coach (Resources) Product Owner (Needs) Team (Solution)
  • 11. ©2012, Fujitsu And a fundamental of Macroscope 11Macroscope: delivering value with agility Project Manager (Resources) Solution Owner (Needs) Solution Architect (Solution) Doing the Right Things Getting Things Done Doing Things Right Delivering Business Value
  • 12. ©2012, Fujitsu Organizational impacts of agile culture 12 Prepare for fast development pace • Quick answers to business questions is essential • Quick turn around of deliverables is essential • Workshop profile will evolve from fewer workshops with large groups to many more workshops of smaller focus groups Patience is a virtue… • Agility means quick turnaround, but also means errors and omissions in the earlier part of the lifecycle • For teams new to Agile this can be a stressful time • Business and IT must be supportive of each other • Experienced Agile teams are accustomed to this period of unpredictability • Quality will quickly increase as detail is uncovered • Risk profile should show a rapid decline • The experience is ultimately very rewarding for many teams Macroscope: delivering value with agility
  • 13. ©2012, Fujitsu Organizational impacts of agile culture 13 Foster “Egoless” teams • Many hands will touch many deliverables • Developers will share coding duties, pick up each other’s work during development • Rotate modules through team members to minimize “not-invented-here” attitude • Respect roles (and the decisions they make) • Architects architect! • PMs PM! • SMEs advise! • Testers test! • Co-locate business and IT teams to build respect • Leadership constantly monitors team balance Macroscope: delivering value with agility Perfectionists will get in the way • Detail is important, but will be discovered and implemented over time • Over-design will be removed • As a rule agile projects take a shorter- term view of the design of an application • The process of re-factoring the design over iterations and releases results in an extensible and maintainable application • The solution architect makes the final call • Don’t use an Agile approach to build a space shuttle!
  • 14. ©2012, Fujitsu Discover the agile soul of Macroscope 14Macroscope: delivering value with agility Join the Macroscope Community at http://macroscope.ca.fujitsu.com
  • 15. Macroscope: delivering value with agility 15